New trends and technologies are often presented as easy wins for making an impact, but the hype surrounding them makes it hard for some L&D teams to recognize how they can benefit their employees and organization.
In this article, with insights from David Kelly, Chairman of the Learning Guild, we explore how L&D can separate noise from signal when a new trend emerges, avoid shiny object syndrome, and recognize where an organization is on its journey toward learning culture maturity.
Recognizing the signal from the noise
Separating the signal from the noise is a perennial challenge in learning and development.
A good place to start evaluating whether a new trend is worth investing in or just another flash in the pan is to ask reflective questions about how the tool fits into your organization’s workflow.
“We can make sense of the noise by being smart about the questions we ask and recognizing that hype is nothing more than shared energy,” says David Kelly.
“We can make sense of the noise by being smart about the questions we ask and recognizing that hype is nothing more than shared energy,” - David Kelly.
Ask yourself what drives that energy and what that means to you, your team, and your organization. For example, L&D teams need to pay attention to what AI means to them and their daily work while recognizing this varies from organization to organization.
The lens of opportunity: L&D professionals are naturally curious
Some aspects of learning and development can make our profession a little more susceptible to shiny object syndrome. These traits are by no means negative—they make us great at what we do.
L&D professionals are naturally curious and operate in the growth space. If you’re always looking for opportunities and ways to support people’s growth, you will be naturally curious about the emerging tools that can impact skills development within your organization.
“We’re also in the space where if a new tool emerges that can enable us to create different experiences that enable people to build skills and support the organization's goals, we can propose purchasing it for that purpose,” says David.
“We’re also in the space where if a new tool emerges that can enable us to create different experiences that enable people to build skills and support the organization's goals, we can propose purchasing it for that purpose,” - David.
The big question is how to make that a more informed purchase and overcome shiny object syndrome by leveraging something new because we know it will make a difference in our organization–not because it’s trendy.
Breaking through shiny object syndrome
Many seasoned L&D leaders will have noticed that whenever a new technology emerges, L&D (and most industries) typically applies the current approach to the tool.
For example, when PowerPoint started replacing overhead projectors, the presentations replicated the same style. The same can be said for eLearning, which helped to scale training but mirrored the sage on the stage format.
When a new technology emerges, the right question is how it can empower you to do what you’ve never been able to do before or substantially better.
“A question like that is a good way to break through the shiny object syndrome. If you can't answer that question clearly, why would you spend the money,” says David.
“A question like that is a good way to break through the shiny object syndrome. If you can't answer that question clearly, why would you spend the money,” - David.
Climbing the ladder toward learning culture maturity
L&D's relationship with the organization is often framed as a binary choice between being service providers or strategic partners.
However, since all organizations are different, there is a maturity model for learning culture that reflects L&D’s relationship with stakeholders and business goals. Picture it as a ladder you must climb, with your starting point reflecting the maturity of your learning culture.
“If I joined a new organization tomorrow that is early in the evolution as a learning culture, my ability to have a seat at the table might be limited compared to if I joined one that was more mature,” says David.
Nurturing your organization’s culture starts with recognizing your current position on the ladder and identifying the next rung. Aiming for the next rung and then the next will help support your ability to become a performance partner in your organization.
“So, be kind to yourself and recognize where you are within your organization, what your environment is, and think about how you can improve it today,” says David.
“So, be kind to yourself and recognize where you are within your organization, what your environment is, and think about how you can improve it today,” - David.
Explore further insights on trends L&D should pay attention to on the latest episode on The L&D Podcast: L&D and Leadership Trends with David Kelly
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